In constraint management after you have identified and exploited the constraint, you must subordinate all other tasks to the constraint. If you do not do this all you will have is people wasting time and materials creating parts of a completed product that no one wants. Then you have to spend money keeping track of all the excess inventory until you can use it. It is better to move those resources to helping the constraint task complete its works as quickly as possible. Think of your constraint as the surgeon of the process. All other tasks being performed in the operating room are subordinated to the surgeons work. Materials and tasks are brought in for use right when the surgeon needs them. Here are some helpful hint about subordination.

1. You can decrease the output of all the rest of the tasks in the constraints process. Tasks before the constraint, will just build up inventory that cost you money. Money tied up in materials and labor to create the inventory that is sitting waiting for processing at the constraint. While it seats you have to keep track of it and store it until you use it. This also happens at tasks after the constraint. Here processes build inventory that sits waiting for the constraints task to be completed before they can complete their task.
2. Since the capacity of the other tasks is larger than the constraint you can cut back on the utilization of the resources at those task and even move them to help the constraint. Sometimes these resources may not be as efficient as what is at the constraint but every little bit of output at the constraint helps.
3. Increase the time that the constraint is being run. If the constraint task is only being done Monday through Friday from 8 – 5, then add the weekends or shifts for the constraint, This will increase the overall output of the process.
4. Make sure that everyone know what the constraint is and what is needed at the constraint to keep it working. Put the information in every tasks written procedures. This way everyone will know the importance of keeping the constraint running and will make it their job to see it is working full time.
5. Put in place a way to monitor the constraint so everyone know how it is doing at all times. Monitor Constraints throughput and/ or buffer sizes. Information is a great thing when everyone know what is happening and what is important.

Well there you have how to subordinate all the other tasks to the constraint in your processes. Next time I will address how we elevate a constraint. The forth of five steps in constraint management. As always if, you have questions or comments please feel free to contact me by leaving a comment below, emailing me, calling me, or leaving a comment on my website.

Bersbach Consulting
Peter Bersbach
Six Sigma Master Black Belt
http://sixsigmatrainingconsulting.com
peter@bersbach.com
1.520.829.0090

Tags: Constraint Management, Method, Seven Types of Waste, Subordination

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